1. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.1 THE LEARNING ORGANISATION

2. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.2 LEARNING OBJECTIVES To explain the differences between organisational learning and the learning organisation To define Learning Organization. To describe different models and conceptions of the learning organisation

3. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.3 ORGANISATIONAL LEARNING & LEARNING ORGANIZATION Table 6.1 Distinctions between organisational learning and the learning organisation

4. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.4 Learning Organization Senge P. 1990 (Father of learning organization ) defined learning organization as “ Organisations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, and where people are continually learning to learn together“ A learning organization also defined as “one in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really care about”. A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights”

5. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.5 Learning Organization “New ideas are essential if learning is to take place” “Without accompanying changes in the way that work gets done, only the potential for improvements exist

6. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.6 Learning organization According to David Graven Learning organizations are skilled at 5 main learning activities : 1. Systematic problem solving 2. Experimentation with new approach 3. Learning from past experiences 4. Learning from the best practices of others 5. Transferring knowledge quickly and efficiently through the organization

7. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.7 Peter Seng The fifth discipline : the art & practice of the learning organization 1990 People don’t resist change they resist being changed!

8. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.8 Five Disciplines for Building High Performing Learning Organizations n Systems thinking n Personal mastery n Mental models n Shared vision n Team learning

9. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.9 Systems Thinking It is a framework for seeing inter-relationships that underlie complex situations and interactions rather than simplistic (and mostly inaccurate). It enables teams to deeper, more complete awareness of the interconnections behind changing any system. An appreciation of how our actions shape our reality. Focus on interrelationships and not things Seeing processes of change rather than snapshots

10. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.10 Systems Thinking Systems Thinking shows that there is no outside. ( you and the cause of the problems are part of a single system). The language of systems thinking is “links” and “loops.” Seeing interrelationships rather than linear cause- effect chains. Seeing circles of causality not in line.

11. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.11 If we were 99.9% free of defects in our life Eighteen planes would crash every day. The Postal Service would lose 17,660 pieces of mail every day. More than 3,700 prescriptions would be filled incorrectly every day. Ten new born babies would be dropped during delivery everyday. Banks would deduct $24.8 million from the wrong accounts every hour

12. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.12 Personal Mastery Personal Mastery is centrally to do with ‘self- awareness’ – how much we know about ourselves and the impact our behavior has on others. Based on personal vision. Facing current reality. Holding creative tension. Commitment to the truth. Using subconscious.

13. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.13 Stages of Personal Mastery Adopting a creative orientation toward life. Articulating a personal vision and seeing current reality. Choosing to commit to creating the results you want. Organizations learn only through individuals who learn. Balancing work and home life.

14. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.14 Mental Models Mental Models: One key to change success is in surfacing deep- mental models - beliefs, values, mind- sets and assumptions that determine the way people think and act. Getting in touch with the thinking going on about change in your workplace, challenging or clarifying assumptions and encouraging people to reframe is essential.

15. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.15 Mental Models Are the images, assumptions, and stories which we carry in our minds of ourselves, other people, institutions, and every aspect of the world. They determine what we see.

16. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.16 Shared Vision Shared Vision: The key vision question is ‘What do we want to create together?’. Shared visions emerge from personal visions. Personal mastery is the bedrock for developing shared vision. Commitment to the truth and creative tension can generate levels of energy that go beyond individual abilities

17. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.17 Shared Vision Leaders intent on building shared visions must be willing to continually share their personal visions. They must also be prepared to ask, “Will you follow me?” A shared vision must be co-created.

18. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.18 Team Learning Team Learning is the process of aligning and developing the capacity of a team to create the results the members truly desire. Team learning is a team skill.

19. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.19 Team Learning Team Learning happens when teams start ‘thinking together’ – sharing their experience, insights, knowledge and skills with each other about how to do things better. Teams develop reflection, inquiry and discussion skills to conduct more skillful change conversations with each other which form the basis for creating a shared vision of change. Tools of Team Learning are ; A flow of thoughts and meaning Dialogue and Conversation No stripes Open and honest talk Awareness of one’s assumptions.

20. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.20 Producing Business Results Engine for Success Quality of Relationship Quality of Thinking Quality of Action Quality of Results R

21. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.21 Learning organization Senge versus Garvin Figure 6.1 The learning organisation (Garvin 1993; Senge 1990)

22. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.22 ENCOURAGING WANTED BEHAVIOURS Wanted Behaviours – Asking questions, suggesting ideas, exploring alternatives, taking risks, being open, reflecting etc… Unwanted Behaviours – Acquiescing, rubbishing ideas, quick fixes, being cautious, filtering bad news, keeping active etc…

23. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.23 Learning organization feature a list of essential features of a learning organization: Continuous learning at the systems level Knowledge generation and sharing Critical, systems thinking A culture of learning A spirit of flexibility and experimentation People-centered

24. Jashapara, Knowledge Management: An Integrated Approach, 2 nd Edition, © Pearson Education Limited 2011 Slide 6.24 The End